Knowledge sharing has been the focus of research and it is widely recognised that it can contribute to the success of an organisation. Many barriers have been suggested to block knowledge sharing activities. However, little research has been conducted in an organisational context to check how barriers are formed and whether these barriers could be overcome. In this research, we chose to go into a real organisation where we conducted a qualitative investigation into the barriers that may prevent knowledge sharing activities from occurring, as well as how to overcome these barriers. Our research context was one branch of a major bank in China. Cultural factors are also considered in our study. We found that the only potential barrier in the organization is the loss of knowledge power and this barrier could be overcome by system adjustment. Discussions and implications are also included.